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【正文】 LogicTools Avg. of WH 3 14 25 Pharmaceuticals(制 藥 ) Food Companies(食品 ) Chemicals(化工 ) High margin product(高利 潤(rùn) 率 ) Service not important (or easy to ship express)(容易快 遞 ) Inventory expensive relative to transportation(庫(kù) 存高 過(guò)運(yùn)輸 成本 ) Low margin product(低利 潤(rùn) 率 ) Service very important(服 務(wù) 重要 ) Outbound transportation expensive relative to inbound (運(yùn)輸貴 ) Limitations of Strategic Tools and the Need for Tactical Tools(戰(zhàn)略工具的局限 ) ?Strategic tools do not consider time periods(不考慮時(shí)間 ) ? Demand varies over time(需求隨時(shí)間而變化 ) ? Production capacity can vary over time(產(chǎn)能隨時(shí)間而變化 ) ?Strategic models cannot identify the month in which warehouses will be out of capacity or demand will not be satisfied(戰(zhàn)略模型不能識(shí)別到具體的缺貨以及多貨時(shí)期 ) Need for Tactical Planning Tools (戰(zhàn)術(shù)層面的計(jì)劃工具 ) Jan Fe b M a r A pr M a y J u n J u l A u g S e p O c t N ov D e cD e m a n dSa fe ty Sto c kProduction Capacity(產(chǎn) 能 ) DC Capacity(倉(cāng)庫(kù) 容量 ) Supply Chain Master Planning (供應(yīng)鏈主計(jì)劃 ) ?A supply chain master plan identifies production quantities, distribution strategies and storage requirements by efficiently allocating supply chain resources to minimize systemwide cost or maximize profit over multiple time periods (透過(guò)有效分配供應(yīng)鏈的資源來(lái)最小化多期系統(tǒng)范圍的成本或最大化總利潤(rùn)，進(jìn)而識(shí)別產(chǎn)量、配送策略以及存儲(chǔ)需求 ) Supply Chain Master Planning (供應(yīng)鏈主計(jì)劃 ) ?Allows the supply chain to replace sequential optimization with global optimization (允許供應(yīng)鏈用全局優(yōu)化替代序貫優(yōu)化 ) ? In sequential optimization each part of the supply chain is optimized with no, or very little, regards to other supply chain ponents(序貫優(yōu)化基本上不考慮供應(yīng)鏈其他成員的決策 ) ? Traditional supply chain strategies(傳統(tǒng)的供應(yīng)鏈戰(zhàn)略 ) Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Sequential Optimization (序貫優(yōu)化 ) Supply Chain Master Planning Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Global Optimization(全局優(yōu)化 ) Sequential Optimization vs. Global Optimization(序貫優(yōu)化與全局優(yōu)化 ) Supply Chain Master Planning: A Case Study (案例分析 ) ?CPG Example ? Showing the benefits of global optimization(全局優(yōu)化的好處 ) Supply Chain Master Planning: CPG Manufacturer (主生產(chǎn)計(jì)劃 ) Demand varies by week and changes week to week (波動(dòng)的需求 ) Starting inv positions for every product in every DC (DC中的庫(kù)存在變動(dòng) ) Production/purchases fixed on short term Basis(短期的生產(chǎn)與采購(gòu) ) Challenges(挑戰(zhàn) ) overflow How to best replenish DC’s (如何最好地 對(duì) DC補(bǔ)貨 ) How much to mit to for each supplier(如何采購(gòu) ) How to minimize the use of overflow warehouses(如何最小化倉(cāng)庫(kù)的溢出 ) How to Coordinate Production and Demand Planning(如何協(xié)調(diào)生產(chǎn)與需求計(jì)劃 ) High demand Variability(需求波動(dòng)大 ) The Extended Supply Chain (延長(zhǎng)的供應(yīng)鏈 ) Data Integration (數(shù)據(jù)整合 ) ?Files updated from the ERP Systems (ERP系統(tǒng)中的更新文件 ) ? Demand Forecast(需求預(yù)測(cè) ) ? Starting Inventory positions(初始庫(kù)存 ) ? Locked in production schedule (4 weeks out)(鎖定的生產(chǎn)計(jì)劃 ) ? Remaining shelf life(剩余的貨架時(shí)間 ) Savings(節(jié)約的成本 ) T o t a l C o s t P r o d C o s t I n v C o s t s T r a n sC o s tV e n d o rC o s t sE x p i r e dP r o d 39。 sO v e r f l o wWHT r a d i ti o n a l Pl a n n i n gO p ti m i za ti o nWith traditional planning, the firm had to optimize on just a few variables (production costs). With tactical planning, they could create plans that were optimal across many parameters. CPG Conclusions (結(jié)論 ) ? Master supply chain planning output (主供應(yīng)鏈計(jì)劃的輸出 ) ? New production plan and order from suppliers(供應(yīng)商的新生產(chǎn)計(jì)劃與訂單 ) ? Interfacility moves, out of territory moves, where to store excess product(內(nèi)外部物流、倉(cāng)儲(chǔ) ) ? New inventory plan(新的庫(kù)存計(jì)劃 ) ? Replenishment lanes(多補(bǔ)貨渠道 ) ? Profitability/total cost of the given plan(給定計(jì)劃的利潤(rùn)成本比 ) ? Benefits(收益 ) ? Re
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